Valvoline

Greg Barntsen

No one could have predicted the events of the last 20 months.  The acronym VUCA (Volatile, Uncertain, Complex, and Ambiguous), attributed to the Army War College in the late ’80s, aptly describes the times in which we live. In spite of all the tools and data at our fingertips, operating a business, manufacturing facility, or supply chain has never been more challenging. And while significant challenges persist, leaders and their businesses can flourish through strategic choices, executional excellence, clear and consistent communication, and a cohesive, hungry team with unwavering belief.

Leaders chart the course for their organization through strategic choices. Start by defining your business objectives and winning aspirations. At the end of the month, quarter, or year, how will you know if you’ve won? Once you drive clarity there, decide on the portfolio of customers, products, and services needed to win. Determine which customers will help you create the most value and what products give you a competitive advantage. Finally, determine the actions required. How will you win?

A.G. Lafley, the former Procter & Gamble CEO and strategy guru, once said that “execution is the only strategy that consumers will ever see.” If you develop a brilliant strategy but execute poorly, the results you desire will not materialize. To execute well, put systems and processes in place that enable your organization. Winning results will follow!

"The final ingredient for success in a VUCA-world is belief. You and your team must believe you can and will win. Your beliefs determine your thoughts. Thoughts determine your actions."

One of the critical components to excellent execution is clear and consistent communication among employees, suppliers, and customers. The hybrid nature of work has only increased its importance. As part of your processes, determine which topics require clear, consistent communication and how often. Schedule those reoccurring meetings and provide direction on what you expect to discuss, learn, and decide during those meetings.

People make it all happen, and it starts with the right people. In his book Good to Great, author Jim Collins writes that if you “begin with `who,‘ rather than `what,‘ you can more easily adapt to a changing world.” Work hard to find, keep, and reward people who possess the skills, capabilities, character, potential, and attitude required to win.

At Valvoline, when it comes to attitude and character, the humble, hungry, and smart virtues outlined in Patrick Lencioni’s book The Ideal Team Player provide an excellent framework to evaluate talent. Humble individuals put the team’s goals ahead of their own, deflect praise to others, and are not concerned with status. Hungry people are never satisfied, possess a strong desire to win, and always want more for the team. Smart employees refer to those with a high level of emotional intelligence.

The final ingredient for success in a VUCA-world is belief. You and your team must believe you can and will win. Your beliefs determine your thoughts. Thoughts determine your actions.  Actions determine whether you and your team will deliver the results and outcomes you’ve defined as winning.

Valvoline has faced unprecedented challenges over the past 20 months. By exercising the approach above, we have delivered against our winning aspirations, which include enhancing shareholder value and serving our customers better than our competitors. You and your organization can lead through this VUCA-world and reach your winning aspirations, too!